CONTINUOUS IMPROVEMENT Originating action to improve existing conditions and

Continuous improvement originating action to improve

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CONTINUOUS IMPROVEMENT Originating action to improve existing conditions and processes; using appropriate methods to identify opportunities, implement solutions, and measure impact. KEY ACTIONS Assesses opportunities – Reviews processes to identify gaps between requirements and current outputs. Determines causes Identifies potential conditions that contribute to gaps or key variances; explores relationships between conditions and effects; distinguishes causes from symptoms and identifies primary causes. Targets improvement ideas – Generates ideas for solutions; analyzes the effect or impact of each solution; selects appropriate solutions. Implements effective improvements – Tests solutions; gathers feedback on effectiveness; reviews impact on baseline measures; modifies solutions as appropriate to ensure effectiveness. CONTINUOUS LEARNING Actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job and learning through their application. Key Actions Targets learning needs —Seeks and uses feedback and other sources of information to identify appropriate areas for learning. Seeks learning opportunities —Identifies and participates in appropriate learning activities (e.g., courses, reading, self-study, coaching, experiential learning) that help fulfill learning needs. Maximizes learning —Actively participates in learning activities in a way that makes the most of the learning experience (e.g., takes notes, asks questions, critically analyzes information, keeps on-the job application in mind, does required tasks). Applies knowledge or skill —Puts new knowledge, understanding, or skill to practical use on the job; furthers learning through practice and ongoing feedback. Takes risks in learning —Puts self in unfamiliar or uncomfortable situations in order to learn; asks questions at the risk of appearing foolish; takes on challenging or unfamiliar assignments. Fosters developmental relationships —Helps people feel valued and included in coaching and development discussions by expressing confidence in their ability to excel, maintaining their self esteem, empathizing, and disclosing own position. CULTIVATING NETWORKS AND PARTNERSHIPS Initiating and maintaining strategic relationships with stakeholders and potential partners inside and outside the organization (e.g., customers, peers, cross-functional partners, external vendors, alliance partners) who are willing and able to provide the information, ideas, expertise, and/or influence needed to advance understanding of business issues and achieve business goals. Key Actions Identifies partnership opportunities —Creates a networking plan; scans the internal and external environment to identify the relationships that should be initiated or improved to achieve business goals.
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